Business strategy evolution - looking back to move forward

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Sales & Strategy

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Certificate of Completion

Course Summary :

This course is about what we can learn today from the historical development of the field of business strategy, as managers, as entrepreneurs, and as innovators generally.

Placing the traditional strategic tools in an historical perspective not only helps us to understand the reason why they were created but also informs us how to use them properly when innovating in our organisations.

The course is divided into four sections, each of which covers a substantial stage in the development of business strategy.

The course is for those curious about the field of business strategy and how it has evolved over time. The aim is imbue the strategy tools we use on a daily basis with a soul.

Pre-Requisites :

A basic understanding of business strategy might facilitate the learning experience, but it is not a prerequisite for the course.

Target Audience :

This course is for entrepreneurs, managers and business students willing to dig into the field of business strategy. It is for those seeking to discover the why and the how behind the development of new theories over time and to learn how they can be used

Curriculum :

Section 1 - Intro
      1 : Course introduction
    Section 2 - Business strategy 1800 - 1950
        2 : When did business strategy emerge?
        3 : The visible hand of management
        4 : Taylorism
        5 : War influence on strategic thinking
        6 : Summary and insight
      Section 3 - Business strategy 1950 - 1970
          7 : Connecting the parts
          8 : Form the notion of the market to the concept of Industry
          9 : The SWOT analysis
          10 : Business strategy is multi-dimensional
          11 : The rise of strategy consultants
          12 : The experience curve
          13 : The BCG matrix
          14 : The GE-Mckinsey matrix
          15 : The fall of management consulting firms
        Section 4 - Business strategy 1980-1990
            16 : The sub-field of industrial organization
            17 : Unbundle industry structure
            18 : The Five forces framework
            19 : Company positioning within the industry
            20 : The value chain
            21 : Porter's generic strategies
            22 : Connecting the value chain and generic strategies
          Section 5 - Business strategy from 1990 - today
              23 : Management's fads
              24 : Adding people to the strategic equation
              25 : Adding time to the strategic equation
              26 : Final thoughts


Instructor :

Stefano Messori


Stefano’s aim is to facilitate a design thinking agenda in organisations pursuing a strategic innovation approach. Stefano collaborates with the management of medium sized and large organisations (on ad hoc projects) but also with start-ups, through online learning and group facilitation sessions. In addition to promoting and facilitating the adoption of a design agenda within organisations, Stefano encourages managers to challenge their current understanding of their work and the mental models they have created to explain reality. Stefano’s on-line courses invite participants to take part in a conversation about entrepreneurship and its purpose in society. The courses introduce the concepts of strategic thinking and design thinking. Designing a learning environment inspiring participants to open up their minds and hearts is Stefano's ultimate goal and desire.


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